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Job Stress, Workload, Environment and Employees Turnover Intentions: Destiny or Choice

Muhammad Imran Qureshi Lecturer, Department of Management Sciences, COMSATS Institute of Information Technology, Abbottabad, Pakistan. Raja Ahmed Jamil, Mehwish Iftikhar, Sadia Arif MS Scholars, Department of Management Sciences, COMSATS Institute of Information Technology, Abbottabad, Pakistan. Dr. Saeed Lodhi Assistant Professor, Department of Management Sciences, COMSATS Institute of Information Technology, Abbottabad, Pakistan. Dr. Imran Naseem Assistant Professor, Department of Management Sciences, COMSATS Institute of Information Technology, Abbottabad, Pakistan. Khalid Zaman (corresponding author) Assistant Professor, Department of Management Sciences, COMSATS Institute of Information Technology, Abbottabad, Pakistan. E-mail: khalidzaman@ciit.net.pk Abstract In this competitive era, organizations are continuously looking new ways to develop their human capital. This leads to a new challenge i.e., how organizations can retain their skilled human resource. Present study is focused to find out the relationship among job stressor, workload, work place environment and employee turnover intentions. A random sample of 250 employees from textile industry of Pakistan is selected. Total 109 employees responded and filled the questionnaire, with a response rate of 44%. Structural modelling is used for empirical analysis of data using AMOS 18 software. Results reveal that employee turnover intentions are positively related with job stressor and work load. While negative relationship with work place environment is reported. Keywords: Job stress, Work load, Environment, Turnover intentions, Structural Modelling, Pakistan.

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1.

Introduction

Stress at work is a relatively a new phenomenon of modern life styles. The nature of work is gone through drastic changes over the last few decades and it is still changing at rapid speed. It is now became a universal element and persons from nearly every walk of life have to face stress. They have toughed almost all profession, starting from an artist to a surgeon, or a commercial pilot to a sales executives and obviously stress leads toward leaving the job. Stress exists in every organization either big or small the work places and organizations have become so much complex due to which it exists; work place stress has significant effects over the employees job performance, and the organizations are trying to cope with this scenario, (Anderson, 2003). Researchers identify that Job stress has cost organization billion of dollars all over the world. Job stress costs American business an estimated $200 billion annually, the UK 63 billion and Australia $15 billion. This is the cost for health care, higher rate of absenteeism, turnover and lower performance. The cost are felt in term of low productivity, reduced profit, high rates of staff turnover and cost of recruiting and training replacement staff (Yahaya, Arshad, Ismail, Jaalam & Zakariya, 2009; Shahu & Gole, 2008). This is a continuous concern of the management to retain their work force. Current study will help organizations in this regard and will find the relationship between job stress and employee turnover intentions. Employers today are critically analyzing the stress management issues that contribute to dissatisfaction and high turnover intention ultimately affecting organizational goals and objectives. How stress affects on employees behavior and consequences of high stress that tend him towards turnover intention are basic aims of the study. Higher level of stress existed with no managerial concern for solution consequently lowering the employee performance; staking organizational reputation and loss of skilled employees. These situations call for immediate concern from organization management for employing effective stress management practices to increase employee satisfaction level and reduce their turnover intention. This study played an important role for mangers and for the organization to deal with stress and employees turnover issues. The stressors impact on turnover intention is analyzed in this research. All the results statistically analyzed and generalized it for the population through this research. The objectives of this research are as follows; o To identify the relationship of job stress and turnover intention. o To find out the effects of workload and its impact over employees turnover intention. o To find out the relationship between work environment and turnover intention. The study divides in to the following sections: after introduction which is presented above, Section 2 describes literature review. Data source and methodological framework are shown in Section 3. Results are discussed in Section 4. Final section concludes the study. 2. Literature Review 2.1. Job Stress Stress is a term with which everyone is familiar; in fact modern times have been called as the age of anxiety and stress (Coleman, 1976) however it is notoriously difficult to define. There are many definit ions in the literature, and the term is often used to describe feelings of fatigue, distress, and inability to cope. Nevertheless, Beehr & Newman (1978) had defined stress as a situation which will force a person to deviate from normal functioning due to the change (i.e. disrupt or enhance) in his/her psychological and/or physiological condition, such that the person is forced to deviate from normal functioning. Work overload has a strong influence on work exhaustion (Moore, 2000; Ahuja, Chudoba, Kacmar, McKnight, & George, 2007) and sooner or later causes a number of diseases (Wofford, Goodwin & Daly, 1999). General Stress includes three scales measuring general stress, emotional stress, and social stress with their consequences (Davis, Orzeck & Keelan, 2006). 2.2. Symptoms of Stress Stress affects everyone in a unique way; there are certain factors that are common symptoms of stress. A person may face physical as well as psychological problems from stress like headache, more frequent cold or

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flu, sleeping problems, general anxiety, fuzzy thinking, feeling of frustration and libido (Elizabeth Scott, 2009; Niosh, 1999). The prolonged effect of the stress response is that the body's immune system is lowered and blood pressure is raised which may lead to essential hypertension and headaches. The adrenal gland may malfunction which can result in tiredness with the muscles feeling weak; digestive difficulties with a craving for sweet, starchy food; dizziness; and disturbances of sleep (Palmer & Dryden, 1995). 2.3. Causes of Stress Ten forces are used as an antecedent of stress by different research findings. These include (Overload, Role ambiguity, Role conflict, Responsibility for people, Participation, Financial insecurity, Lack of feedback, keeping up with quick technological change, Being in an innovative role, Career growth); Overload: excessive work or work that is outside one's capability (Franch & Caplan ,1972 ; Russek & Zohman, 1958); Role Ambiguity : Role insufficient information concerning powers, authority and duties to perform one's role (French & Caplan, 1972; Kahn, Wolfe, Quinn, Snoek, & Rosenthal, 1964 ); Role Conflict: Supervisors or subordinates place contradictory demands on the individual(Caplan & Jones, 1975; Hall & Gordon, 1973; Kahn et al, 1964); Responsibility for people: Responsibility for people, well-being works, job security, and professional development (French & Caplan, 1972; Pincherle, 1972); Participation: Extent to which one has influence over decisions relevant to one's job (Kasl, 1973; Margolis, Kroes, & Quinn, 1974); Financial insecurity: financial insecure condition of employees (Mano & Shay, 2004); Lack of Feedback: Lack of information about job performance (Adams, 1980; Cassel, 1974); Keeping up with rapid technological change: Keeping up with rapid changes in the information processing field; Being in an innovative role: Having to bring about change in the organization (Kahn, et al.1964; Lawrence & Lorsch, 1970); Career development: Impact of status dissimilarity, lack of job security, let down ambition (Brook, 1973; Erikson & Gunderson, 1972; Kahn, et al. 1964). 2.4. Turnover Intention Focusing on the causes of employee intentions to stay or leave has been one of the recent research approaches in an organizational turnover literature (Martin, 1979). According to Naumann (1992) turnover as it typically refers to the separation of an employee from the firm. Conversely turnover intention is defined as a conscious and deliberate willingness to leave the organization (Tett & Meyer, 1993). Although, there is no standard framework for understanding the employees turnover process as whole, a wide range of factors have been found useful in interpreting employee turnover (Henry Ongori, 2007; Kevin, Joan & Adrian, 2004). On the job turnover factors such as communication at workplace, environment, assignment given, salary and benefit received not satisfy the employee. The employee will dissatisfy if the assignment received is too many and at the same time they need to meet dateline (Paula Silva, 2006). 2.5. Stress and Turnover Intention Stress among employees and their turnover intention have always been important issues for managers. Studies have attempted to answer the question of what determines people's intention to quit by investigating possible antecedents of employees intentions to quit. Firth et al. (2004) identified that the experience of job related stress; the range factors that lead to job related stress (stressors) make employees to quit the organization. An unstable, unsecured work environment that includes job security, continuity, procedural justice deviate the employees satisfaction level, insert to stress at work and as a result increase their turnover intention (Ali & Baloch, 2008). Mano & Shay, (2004) argue that financial insecure condition of employees generates stress among them and they often quit from organization due financial reasons in order to search the better opportunities. Role stressors also lead to employees turnover. This causes uncertainty about what our role should be. It can be a result of misunderstanding what is expected, how to meet the expectations, or the employee thinking the job should be different (Kahn et al, 1964). Insufficient information on how to perform the job adequately, unclear expectations of peers and supervisors, extensive job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their jobs and careers, less committed to their organizations, undergo stress and eventually display a propensity to leave the organization (Tor et al, 1997). Lack of job security and status dissimilarity among employees and the same level also cause stress which may lead their intention to leave the organization (Brook, 1973; Erikson & Gunderson, 1972; Kahn, et al. 1964). 2.6. Work Overload and Turnover Intention

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Workload refers to the amount of work that is allocated to an employee to do. A number of researchers have supported a positive relationship between workload, stress and turnover intention (Andrew et al., 2008; Jex, Beehr, & Roberts, 1992). Glaser, Tatum, Nebeker, Sorenson, & Aiello (1999) found that significant relationships between workload and stress and stress and turnover, this research assumes that stress will play an arbitrator role between workload and turnover intentions. 2.7. Working Environment and Turnover Intention One among high turnover factors within the workplace is organization working environment which comprise communication at workplace, political environment, colleagues and manager behavior will not satisfy the employee (Paula Silva, 2006). Unfavorable and poor working conditions are cited as a major reason for high turnover intention among employees (Milman, 2002). According to Diane, Teta, Peter, Andrea & Joe (2007) the quality of supervision was a significant influence on intent to leave across settings. Little supervision and less support from manager in conducting the assignment will lead towards high level of stress and turnover intention (Yahaya et al., 2009). On the basis of above discussion following hypotheses could be developed H1: There exists a significant relationship between Job stress and turnover intention. H2: There exists a significant relationship between Work overload and turnover intention. H3: There exists a significant relationship between Working environment and turnover intention. A multivariate statistical technique, namely, the SEM was then used to empirically test the proposed hypotheses. 3. Data Source and Methodology The primary data was collected through questionnaire. The questionnaire was based on five point Likert-scales, comprise of 26 questions to measure the dependent and independent i.e. job stress, work overload, working environment and employees turnover intention. Structural questionnaires is used to collect data through a mail survey of textile sector of Pakistan. The telephonic interview was adopted to follow up to those respondents who did not reply within four weeks after the questionnaires were posted. Two hundred and fifty potential respondents were randomly selected from textile sector of Pakistan. One hundred and nine replies were received, which constituted a response rate of 43.6%. About 70% of respondents were holding a managerial position; Kuei et al.s (2002) instrument was used to measure constructs for all latent variables, namely, Job stressor, Workload, environment, and turnover intentions. Each construct contains a set of indicators. Respondents were presented with 26 measurement items grouped under different construct headings. A 5-point interval rating scale system was used in the survey, with 5 equaling the highest extent or degree. A reliability and validity test was then applied to examine these predetermined constructs. Specifically, Cronbachs a reliability estimate test and within-scale factor analyses (Nunnally, 1967; Flynn et al., 1995; Kuei et al., 1997; Kuei and Madu, 2001) were applied. The former was used to assess the internal consistency of the constructs, while the latter was used to measure the extent to which all indicators in a construct measure the same multivariate construct. When applying those tests, we removed the measurement item that might be noted as not being part of our predetermined constructs. Figure 1 shows the research framework of the study.

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Figure 1: Research framework Table 1 presents the summary of reliability estimates for each construct used in this study. It is observed from this table that almost all of our research constructs are with Cronbachs a larger than 0 .7, which reveal high reliability of our measurements. Table 1: Reliability Analysis Construct Turnover intentions Job stressor Workload Environment No. of items 6 8 6 6 Cronbachs Alpha 0.73 0.71 0.84 0.87

The test of the conceptual model was carried out using the AMOS 17. AMOS is one of the most popular SEM software packages used by researchers. Following the details of the process described by Anderson and Gerbing (1988), Choi and Eboch (1998), nderson and Narus (1990), Bentler (1992), Narasimhan and Jayaram (1998), Ahire and Dreyfus (2000), Raykov and Marcoulides (2000), Tan (2001), and Narasimhan and Kim (2001), the measurement model and structural model were checked to ensure the results were acceptable and were consistent with the underlying theory. As noted by Tan (2001), the formal model (i.e. the measurement model) deals with the reliability and validity of the constructs in measuring the latent variables, while the latter model (i.e. the structural model) is concerned with the direct and indirect relations among the latent variables. SEM technique is therefore suited for our research purposes.

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4. Results 4.1. Model fit summary Results of the SME was quite satisfactory with GFI equaling to 0.823 and AGFI equaling to 0.712 but the major problem exists with RMESA which has a value of 1.15, which is quite higher and disturbing goodness of fit of the model. To cop this problem model was run again with modification indices threshold 4. The results indicated that the indicator WO1 is causing major problem and have strong correlations of its error term with other is the major issue in fitness of model. Another problem with indicators of turnover intentions is also detected, but this problem could be solved by placing covariances between those error terms which have high covariance indices i.e 25 or above. The model is run again and result indicated goodness of fit. Table 2 shows the fitness of the model. Table 2: Model Fitness summary Values Acceptable values CMIN/df 1.078 <3 GFI 0.901 p>0.95 AGI 0.821 Near to 1 RMESA 0.07 P<0.08 NFI 0.816 Near to 1 CFI 0.89 Near to 1 With respect to our measurement model indicators of all three constructs showed high factor loadings which indicate the reliability of each construct. Figure 2 shows the modified model.

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Figure 2: Modified Model 4.2. Hypotheses testing Table 3 is showing the regressions results and hypotheses results. There exists a positive relationship with workload and turnover intentions having value 0.36 and p value 0.004 shows the significance of results. Table 3: Regression estimates Path Turnover Intentions Turnover Intentions Turnover Intentions <--- Work overload <--- Job stressor <--- Work Environment Estimate .36 .62 -.79 S.E. .027 .045 .095 C.R. 4.54 -5.52 -4.02 P .004 .001 .009

Results show that with the increase in workload turnover intentions are also increased, which supports our first hypothesis i.e., H1: There exists a negative relationship between Work overload and turnover intention. Regressions estimates of job stressor and turnover intention is 0.62, which indicates the positive association of both variable, p values less than 0.05 shows the significance of relationship. This shows the acceptance of our second hypothesis. H2: There exists a significant relationship between Job stress and turnover intention. The work environment and turn over intentions are negatively associated with each other and estimated value is -0.79 which shows good working conditions can reduce employee turnover intentions. p value indicates the significance of relationship and acceptance of third hypothesis ( H3: There exists a significant relationship between Working environment and turnover intention ). 5. Conclusion and Recommendations Results depict that employee turnover intentions are positively related with job stressor. With the increase in job stress employee turn over intentions increases. If organizations are willing to retain their intellectual capital they must reduce the job stressors which may cause the job stress and ultimately this leads to the employee turnover. Another major factor is workload which is positively related to the employee turnover intentions. A rational workload is win-win situation for the organization, study provide the empirical evidence that employee thinks to leave the job when they are over burden. Similarly workplace environment is also a key factor to retain employees. Study proved that a good and health work environment will lead to the less employee turnover intentions.

References Al-Aameri A.S., 2003. Source of job stress for nurses in public hospitals, Saudi Medical Journal, Vol. 24(11), pp.1183-1187. Alexandros-Stamatios G. A., Matilyn J.D., & Cary L.C., 2003. Occupational Stress, Job satisfaction, and health state in male and female junior hospital doctors in Greece, Journal of Managerial Psychology, Vol. 18(6), pp. 592-621. Ali, Baloch, (2008). Impact of Job Satisfaction on Turnover Intention: An Empirical Evidence. Journal of Managerial Sciences. Vol. 2(1), pp 23-41

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Ahuja, M.K., Chudoba, K.M., Kacmar, C.J., McKnight, D.H., & George, J.F. (2007). IT Road Warriors: Balancing Work Family Conflict, Job Autonomy, and Work Overload to mitigate Turnover Intentions. MIS Quarterly Vol. 31(1), pp. 1-17 Anderson R. (2003). Stress at work: the current perspective. The Journal of The Royal Society for the Promotion of Health, 123; 81 Andrew J. Wefald, Michael R. Smith, Tony C. Savastano, & Ronald G. Downey, (2008). A structural model of workload, job attitudes, stress, and turnover intentions . Kansas State University Beehr, T.A. (1976). Perceived Situational Moderators of the Relationship between Subjective Role Ambiguity and Role Strain. Journal of Applied Psychology, Vol. 61(ISSUE), pp. 35-40. Brook, A. (1973). Mental Stress at Work. The Practitioner, Vol.210, pp. 500-506. Caplan, R.D., & Jones, K.W. (1975). Effects of Work Load, Role Ambiguity, and Type A Personality on Anxiety, Depression, and Heart Rate. Journal of Applied Psychology, pp. 713-719. Coleman J.C. 1976. Abnormal Psychology and Modern Life (Indian reprint), Taraporewalla, Bombay. Davis, H., Orzeck, T., & Keelan, P. (2006). Psychometric item evaluations of the Recovery-Stress Questionnaire for athletes. Psychology of Sport and Exercise. Diane Brannon, Teta Barry, Peter Kemper, Andrea Schreiner & Joe Vasey, (2007). Job Perceptions and Intent to Leave Among Direct Care Workers: Evidence From the Better Jobs Better Care Demonstrations. The Gerontological Society of America, Vol. 47(6), pp. 820829. Elizabeth Scott & M.S., (2009). Common Symptoms of Too Much Stress. About.com Guide, Updated October 11, 2009 Erickson, J., Pugh, W.M., & Gunderson, E.K.E. (1972). Status Congruency as a Predictor of Job Satisfaction and Life Stress. Journal of Applied Psychology, Vol. 56, pp. 523-525. Firth L, David J Mellor, Kathleen A Moore, Claude Loquet (2007). How can managers reduce employee intention to quit? J. manage. Psychol. Vol. 19 (2) pp. 170-187. French, J.R.P., Jr., & Caplan, R.D. (1972). Organizational Stress and Individual Strain. in A.J. Marrow, ed., The Failure of Success, AMACOM, New York. Glaser, D. N., Tatum, B. C., Nebeker, D. M., Sorenson, R. C., & Aiello, J. R. (1999). Workload and social support: Effects on performance and stress. Human Performance, Vol. 12, pp. 155-176. Henry Ongori, (2007). A review of the literature on employee turnover. African Journal of Business Management, pp. 049-054 Jamal M., (1984). Job Stress and job Performance controversy: an empirical assessment in two countries . Organizational Behavior and Human Performance, Vol. 33, pp. 121. Jeremy Laurance, 2007. High-stress jobs 'double chances of depression'. The Independent, www.independent.co.uk, Thursday, 2 August 2007

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Jex, S. M., Beehr, T. A., & Roberts, C. K. (1992). The meaning of occupational stress items to survey respondents. Journal of Applied Psychology, Vol. 77, pp. 623-628. Kasl, S.V. (1973). Mental Health and the Work Environment. Journal of Occupational Medicine, Vol. 15, pp. 509-518. Kahn, R.L., & Quinn, R.P. 1970. Role stress: A framework for analysis. Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964). Organizational stress: Studies in role conflict and ambiguity. New York: Wiley Kevin MM, Joan LC, Adrian JW (2004). Organizational change and employee turnover Personnel Rev. Vol. 33 (2), pp. 161-166. Lawrence, P., & Lorsch, J. (1967). Organization and Environment: Managing Differentiation and Integration. Mano Rita -Negrin, Shay S Tzafrir (2004). Job search modes and Turnover Career development international. Vol. 5, pp. 442-446 Margolis, B.L., Kroes, W.H., & Quinn, R.P. (1974). Job Stress: An Unlisted Occupational Hazard. Journal of Occupational Medicine, pp. 659-661. Martin, T.N. (1979). A Contextual Model of Employee Turnover Intentions. The Academy of Management Journal, Vol. 22(2), pp. 313-324. Milman, A. (2002), Hourly employee retention in the attraction industry: research from small and medium-size facilities in Orlando, Florida, Journal of Leisure Property, Vol.2, pp. 40-51. Moore, J.E. (2000). One Road to Turnover: An Examination of Work Exhaustion in Technology Professionals. MIS Quarterly, Vol. 24(1), pp. 141-168. Naumann, E. (1992). A Conceptual Model of Expatriate Turnover. Journal of International Business Studies, Vol. 23(3), pp. 499-531. NIOSH, (1999). Stress at Work. U.S. National Institute for Occupational Safety and Health, DHHS (NIOSH) Publication Number 99-101. Paula Silva, (2006). Effects of disposition on hospitality employee job satisfaction and commitment. Department of management, California State University, Northridge, California, USA. Int. J. Contemp. Hospit. Manage. Vol.18, pp. 317-328. Palmer, S. & Dryden, W. (1995). Counselling for Stress Problems. London: Sage. Copyright, S. Palmer, 1995. Poon, (2003). Effects of performance appraisal politics on job satisfaction and turnover intention. Emerald Group Publishing Limited, Vol. 33 pp. 322-334 Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology. Vol. 21, pp. 600-619.

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Shah, Fakhr, Ahmad, Zaman, (2010). Measuring push, pull and personal factors affecting turnover intention: A case study of university teachers in Pakistan. Review of Economic and Business Studies. Vol. 3(1), pp. 167-192 Shahu, Gole, (2008). Effect of Job Stress and Job Satisfaction on Performance: An Empirical Study . AIMS International Journal of Management Vol. 2(3) pp. 237-246 Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover intention: Path analyses based on meta-analytic findings. Personnel Psycholog. Vol.46, pp. 259293. Tor Guinmaraes JE Owen (1997). Assessing employee turnover intentions before and after TQM International J. Qual. Reliability manage. Vol.14(1), pp. 46-63. Vance, R. J. (2006). Employee engagement and commitment: A guide to understanding, measuring, and increasing engagement in your organization. SHRM Foundation: Alexandria, VA. Wofford, J.C., Goodwin, V.L., & Daly, P.S. (1999). Cognitive-Affective Stress Propensity: A Field Study. Journal of Organizational Behavior, Vol.20(5), pp. 687-707. Yahaya, Arshad, Ismail, Jaalam & Zakariya, (2009). Occupational Stress and its Effects towards the Organization Management. Journal of Social Sciences. Vol. 5 (4), pp. 390- 97

APPENDIX Questionnaire Note: A number of statements dealing about various aspect of stress within your organization. Please indicate up to which extent each statement describes the job stress and its effect, in your organization by using the following criteria: 1 2 3 4 5 DEMOGRAPHICS Age: above) Gender: Management Marital Level: Status: Top (18 to 28) (29 to 39) (40 and Strongly Disagree Disagree Neutral Agree Strongly Agree

Male Middle Married

Female Low Single

Please tick any option related to your experience from the questionnaire.

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JOB STRESS SD Statements 1. I often feel stress at work. 2. The job difficulty usually brings me sleeplessness. 3. My job makes me nervous. 4. I feel exhausted after daily work. 5. Its helpful for my health if I change my job. 6. I feel weak and dispirited at work. 7. I feel more hot-tempered at work. 8. I feel depressed and unhappy at work. WORK OVERLOAD Statements 1. I experience excessive work pressure. 2. I work for long hours, on overtime and even on holidays. 3. I am unable to meet out the demands of my job. 4. I spend so long at work that my outside relationships are suffering. 5. I'm so busy I find it increasingly difficult to concentrate on the job in front of me. 6. I feel tired during the day due to excessive work load. WORKING ENVIRONMENT SD Statements 1. I feel comfortable to work with latest technologies in the organization. 2. I feel insecure in the working environment. 3. I experience unwelcome verbal and physical conduct from my male employees 4. I am able to receive support from my boss, colleagues and juniors. 5. My relationship with colleagues and peers is smooth and cordial. 6. Working environment of team is good for career growth. TUROVER INTENTION Statements 1. I like to resign myself from the current job. 2. I will probably resign myself from the current job in a year. 3. I like to work for some other company but in the same sector that I am currently working. 4. I like to switch to other business or sector. 5. I have actually looked for other jobs after I entered the current company. 6. I like to continue in the organization for a long period. 1 1 1 1 1 1 SD 1 1 1 1 1 1 D 2 2 2 2 2 2 D 2 2 2 2 2 2 N 3 3 3 3 3 3 N 3 3 3 3 3 3 A 4 4 4 4 4 4 A 4 4 4 4 4 4 SA 5 5 5 5 5 5 SA 5 5 5 5 5 5 1 1 1 1 1 1 1 1 SD 1 1 1 1 1 1 D 2 2 2 2 2 2 2 2 D 2 2 2 2 2 2 N 3 3 3 3 3 3 3 3 N 3 3 3 3 3 3 A 4 4 4 4 4 4 4 4 A 4 4 4 4 4 4 SA 5 5 5 5 5 5 5 5 SA 5 5 5 5 5 5

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